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Innovating with Business Models. Playing Out At Infosys Confluence.

Business models, since the 15th century, have been a set of key decisions that collectively decide how a business earns its revenue, incurs costs and manages risks. Innovations to the model are systematic changes on what your offerings will be when decisions are made, why and how they are made and by whom. Those that successfully make the change, evolve extraordinarily to thrive, driving intense client success and affinity, in the ever margin-crushing competitive landscape. Business model changes, or lack of, have seen almost 88% of the F500 list in 1955, fallen off the list, crushed, disrupted or worse, forgotten. The average life expectancy of a firm in F500 has dropped from an average of 75 years to less than 15. It is good change though, a positive sign of dynamism and innovation that drives an even more vibrant consumer-oriented markets and economies, often turning inefficiencies into opportunities.

The Digital Business Model Innovation is one such reframing economic value model through which multiple clients can simultaneously use digital goods, which can be replicated at zero marginal cost. The Digitization of businesses upends client interactions, business activities, deployment of resources and newer economic models. Substantial sustainable alternatives that explore and execute totally new ways to earn client loyalty by transferring empowerment, moving ownership to access, easier consumption models from low-cost to almost no cost at simplified, convenient client-centric terms. Digital disintermediation can reduce the distance between producers and consumers to zero - writers self-publishing their content and entertainment-on-demand freed from the tyranny of record companies and TV channels are now the stuff of everyday life. The middle layers, with all its complexities, have been stripped away. This has brought down costs, while empowering the end-user dramatically. The second mark of our times is the transformation of everything - even products and solutions - into offerings that can be consumed as services. Think of the AirBnBs and Ubers of our times - they don't own properties or automobiles, and can yet offer these as services on-demand to be consumed simply and conveniently. A third characteristic of the digital era is the deepening of the sharing economy where peer-to-peer-based sharing of access to goods and services coordinated through community-based online services is business-as-usual. We are indeed moving towards a more pervasively connected world with greater transparency. In this world, the idea that we win at the expense of somebody else, is growing increasingly less relevant. Every business competes with its own ability - amplified by the ecosystem it's a part of - to deliver the human-centric experiences that customers demand and have come to expect.

But how can we systematically invent, design and implement these powerful new business models? How can we question, challenge and transform old, outmoded ones ? How can we turn visionary ideas into game-changing business models that challenge the establishment , or rejuvenate it if we ourselves are the incumbents? Take any successful company that has stood the test of time and you'll likely find a model that's creating a self-sustaining and positively reinforcing spiral of higher value.

To learn just how businesses are recharging their value proposition to customers in the digital age, how they are creating new durable systems, rules and metrics join me and these transformational practitioners and leaders from Bloomberg, PricewaterhouseCoopers and Microsoft as we play out scenarios of both immense practicality and ambitious possibility, from our collective experience, for you. Join us on April 28 between 13:45 and 14:25 hrs. @ Infosys Confluence.

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